© 2003 Merlyn Cox
© 2003 The Christian Fellowship of Students of The Urantia Book
| Creative Outreach: Adjusting our Perspective | Fall 2003 — Index | Sir Hubert Wilkins: 20th Century Magellan, Early Urantian |
The Spiritual Fellowship is working to establish spiritual communities called fellowships where like-minded people can worship and serve together. When do these communities need leadership, and if so, what type of leadership do they need?
Many Urantia study groups operate with little or no leadership. They may be able to operate by consensus since their only object is to study The Urantia Book together. Why can’t a fellowship operate this way as well? If a fellowship is small and only comes together for worship, it may still be able to operate mainly by consensus or with rotating leadership. However, if the fellowship decides to undertake some outreach programs, or begins to grow and initiate new programs, the need for a person to coordinate the activities of the group becomes apparent. Jesus saw to it that the Apostles had leadership by appointing Andrew to lead the group. At the end of their work, Jesus told Andrew, “Ever since the ordination of you and your brethren as messengers of the kingdom, you have been self-governing in all group administrative affairs except that I designated you as the acting head of these chosen ones. In no other temporal matter have I acted to direct or to influence your decisions. And this I did in order to provide for leadership in the direction of all your subsequent group deliberations. In my universe and in my Father’s universe of universes, our brethren-sons are dealt with as individuals in all their spiritual relations, but in all group relationships we unfailingly provide for definite leadership.”
It’s not that people need to be told what to do; it’s that a group needs someone to help them stay focused and on course as they carry out new programs. Someone needs to have an overview of the programs and activities of a larger fellowship so they can help coordinate the efforts of the various groups within the fellowship. The leader is a focal point and clearing house for inter-group cooperation and communication, or at least the person who gets the proper parties together to discuss problems. The leader may also be the spokesperson for the group for outside contacts. Perhaps a better title for the leader of a fellowship is facilitator.
In the past, the old pyramid style of leadership used in industry was also the model used by leaders of religious organizations. The information flowed mostly from the top down in such organizations. This model, probably originating from military organizations, has worked in the past, but it has many problems. It does not invite full participation and feedback from those doing the hands-on work. New models of leadership try to fully involve all members of an organization in decision making so they have a sense of ownership of whatever job the organization chooses to undertake. Probably the most radical model of leadership was one suggested by Jesus.
Jesus said, “Remember, I have taught you that he who would be greatest among you should become the server of all.” (UB 175:1.10) This may be a hard thing for some leaders to do. Many in leadership positions seem to have large egos. You must certainly have confidence to be an effective leader but yet resist placing yourself above those who have chosen you as their leader.
Are leaders born or made? Probably both. Some people seem to manifest a talent for leadership at a very young age. But no matter how much talent a person may have, it is not useful until developed and nurtured. And sometimes, a person will be called into leadership simply because he or she is the only one willing to do the job. In the Biblical story of Moses, he protested that he was not a good speaker, but God didn’t let him off the hook. He was the man to do the job, and he did it well. But even if a person has little native talent, with training and experience, most persons can become acceptable leaders.
There are many styles of leadership, some good, some not so good. It is important to recognize that the leadership of a fellowship is quite different from leadership in a business, though the principles of good leadership are universal. Fortunately, many businesses are taking note of the benefits of participatory management and the human side of interactions. [1]
Here are some leadership styles:
Many leaders incorporate elements of all of these styles. And just as obviously, style 4 isn’t going to work well with a fellowship. The leader of a fellowship answers to the members of the fellowship, not to a board of directors, or a corporate head.
Here is a list of desirable qualities of leaders in any situation:
We know that there are very few leaders who are strong in all these ideals, but every leader should strive to develop these traits. And for the leader/facilitator of a spiritual community, there is one especially important ideal. That ideal concerns the spiritual life of that leader/facilitator. Jesus went aside to consult with his “Father in Heaven” frequently during his life; all spiritual leaders should do likewise. Especially when facing difficult decisions, or at times of group conflict, a leader should take time out to be alone and seek spiritual guidance. In fact, if all leaders, secular as well as spiritual did this, wouldn’t it be a much better world?
Leadership is not something that you learn in a weekend seminar, although such seminars can be valuable to those in leadership positions. Many church denominations sponsor leadership training for lay leaders at the district or national level. These are helpful, but only a beginning. Leadership is something learned mainly by hands-on experience. A class on riding a bicycle isn’t early as effective as getting on a bicycle and trying to ride it.
Merlyn Cox has recently retired from being a pastor serving in the North Indiana Conference of the United Methodist Church. He has been a Urantia Book reader for 18 years, and worked with Meredith Sprunger in initiating The Spiritual Fellowship Journal in 1991, and served for ten years as associate editor. He is a Board member and Chairman of the Education Team for The Spiritual Fellowship.
| Creative Outreach: Adjusting our Perspective | Fall 2003 — Index | Sir Hubert Wilkins: 20th Century Magellan, Early Urantian |